5 The sales stategy review 2011 pointed out a need for change The 6 companies constituting Finn had different sales strategies and practices. Motor Eiendom Torget og Oppdrag Jobb Reise KKS/ BFF An overall analysis suggested an untapped potential of the customer portfolio extending MNOK 100 Customer insight was needed to allocate the sales force and service the customers more effectively.

6 Initial analyses suggested that a substantial share of customers was either over- or under-serviced. A better balance would improve sales volume. 141 customers with no meetings The additional effect per meeting decreases too rapidly A more even distribution and quality of meetings will pay off Poor alignment between sales role and customer segment serviced High potential customers not systematically prioritized Random sample of customers turning over [100, 750 ]

7 We considered the sales and service model project a transformation initiative right from the start and scoped it accordingly Customer insight Data sourcing and - quality Data-analyses Customer interaction Sales processes Service processes Organization Resource allocation and organization structure KPI s and incentive system System- Support CRM system alignment Reporting

12 The segmentation model is data-driven. Segment allocation is re-defined monthly in data warehouse based on input from internal and external sources Main segments are determined based on turnover last 12 months Each main segment is divided into 4 sub-segments according to turnover and future growth potential 3 mill VIP A1 A2 750 KAM 100 AM 35 FELT B1 B2 SA 12

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